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Monitoring the Implementation of Exponential Organizations through the Assessment of Their Project Portfolio: Case Study

Author

Listed:
  • Marina Díaz-Piloneta

    (Project Engineering Department, Universidad de Oviedo, 33004 Oviedo, Spain)

  • Francisco Ortega-Fernández

    (Project Engineering Department, Universidad de Oviedo, 33004 Oviedo, Spain)

  • Henar Morán-Palacios

    (Project Engineering Department, Universidad de Oviedo, 33004 Oviedo, Spain)

  • Vicente Rodríguez-Montequín

    (Project Engineering Department, Universidad de Oviedo, 33004 Oviedo, Spain)

Abstract

Many organizations are currently face significant challenges in terms of sustainability and technological development. Achieving sustainability in business activities, interweaving social, economic, and environmental perspectives, is one of the most challenging goals for companies. On the other hand, as technology advances exponentially, organizations grow in a linear way. This fact causes a gap which increases over the time. Models and tools have been developed to try to solve both problems separately; on one side to make the organization grow exponentially, and on the other side to incorporate sustainability into the business model. However, they do not allow enough time to know if the actions carried out really achieve their aim. The model presented provides a solution to both problems by monitoring the evolution of organizations towards an exponential structure through the analysis of the project portfolio. The main objective is to know how the orientation of ongoing projects has changed during the last period, in order to position them in terms of achieving the desired sustainability-oriented transformation. With the model designed, it is possible to know if the actions developed by the company are really heading towards a sustainable model and exponential growth. With the aim of validating the model, it has been applied in an innovation organization. With this model, the level of exponential progress of the organization was determined, as well as the goals that have been attained best and worst so far.

Suggested Citation

  • Marina Díaz-Piloneta & Francisco Ortega-Fernández & Henar Morán-Palacios & Vicente Rodríguez-Montequín, 2021. "Monitoring the Implementation of Exponential Organizations through the Assessment of Their Project Portfolio: Case Study," Sustainability, MDPI, vol. 13(2), pages 1-20, January.
    • Handle: RePEc:gam:jsusta:v:13:y:2021:i:2:p:464-:d:475524
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    References listed on IDEAS

    as
    1. Daniel R. A. Schallmo & Christopher A. Williams, 2018. "Digital Transformation of Business Models," SpringerBriefs in Business, in: Digital Transformation Now!, chapter 0, pages 9-13, Springer.
    2. Peter M. Bican & Alexander Brem, 2020. "Digital Business Model, Digital Transformation, Digital Entrepreneurship: Is There A Sustainable “Digital”?," Sustainability, MDPI, vol. 12(13), pages 1-15, June.
    3. Joaquín Ordieres-Meré & Tomás Prieto Remón & Jesús Rubio, 2020. "Digitalization: An Opportunity for Contributing to Sustainability From Knowledge Creation," Sustainability, MDPI, vol. 12(4), pages 1-21, February.
    4. Daniel R. A. Schallmo & Christopher A. Williams, 2018. "Roadmap for the Digital Transformation of Business Models," SpringerBriefs in Business, in: Digital Transformation Now!, chapter 0, pages 41-68, Springer.
    Full references (including those not matched with items on IDEAS)

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